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ARA 2018 - key documents

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Over the past five years, we’ve been delivering and building some huge investment projects across Britain - including the redevelopment of London Bridge station.

Our strategy

This year, Network Rail developed and submitted its strategic business plan for the next five year control period (CP6) running from 2019 - 2024. As a passenger and customer-focused business, our plan for the next control period focuses on the following key responsibilities.

Keeping people safe on the railway is at the heart of everything Network Rail does. We want everyone home safe, every day. As well as it being a moral responsibility, we believe that improved safety and improved business performance go hand in hand.

During the last 12 months we have begun to reverse the previous six year trend of declining train punctuality, but we are still not yet at a level that is acceptable. Our plan for the next five years, working with train operators, will achieve a 15% reduction in the number of trains that are delayed.

Driving greater efficiency within our organisation is also a core part of our strategy. During the last 10 years we have reduced the operating and maintenance cost of passenger journeys by 40%.

Moving into the next control period, we will continue to improve our railway through the delivery of enhancements. We have radically changed our approach to planning enhancements in recent years, to prevent projects from being overpromised before they are properly developed and costed.

The delivery of this reforming, ambitious plan will only be possible if we can attract, develop and retain the brightest and the best. We want Network Rail to be a great place to work, and help to make people proud to work on Britain’s railways.

Keeping people safe on the railway is at the heart of everything Network Rail does. We want everyone home safe, every day. As well as it being a moral responsibility, we believe that improved safety and improved business performance go hand in hand.

During the last 12 months we have begun to reverse the previous six year trend of declining train punctuality, but we are still not yet at a level that is acceptable. Our plan for the next five years, working with train operators, will achieve a 15% reduction in the number of trains that are delayed.

Driving greater efficiency within our organisation is also a core part of our strategy. During the last 10 years we have reduced the operating and maintenance cost of passenger journeys by 40%.

Moving into the next control period, we will continue to improve our railway through the delivery of enhancements. We have radically changed our approach to planning enhancements in recent years, to prevent projects from being overpromised before they are properly developed and costed.

The delivery of this reforming, ambitious plan will only be possible if we can attract, develop and retain the brightest and the best. We want Network Rail to be a great place to work, and help to make people proud to work on Britain’s railways.

Click on the image to see how our five key strategic responsibilities for Control Period 6 will translate into real, measurable outcomes.

About Us

ARA 2018 - About us

Our matrix structure is designed to ensure our routes are supported by a central national framework. The framework offers specialist services and advice, delivering economies of scale and providing the ‘glue’ to ensure the nine routes function as a coherent network and are greater than the sum of their parts.

Click on the image to see the full size matrix.

Our Railway Upgrade Plan is the biggest investment in the railways since Victorian times. It's now entering its final phases and better, more frequent and faster journeys are now becoming a reality.

Our performance

An at-a-glance summary of how we performed against our targets for key performance indicators.

Route devolution continued to evolve during 2017/18

We now have nine fully devolved route businesses including the Freight & Passenger Operator route (FNPO) that operate independently within a national policy and control framework. The nine routes are accountable for, and have delegated authority to manage their operating, maintenance and renewals activities, having regard to the requirements of their train and freight operating customers and passenger profiles.

Click on the map to view the performance report for that geographic route.

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